Comments on: Making Better Decisions http://management.curiouscatblog.net/2009/11/24/making-better-decisions-2/ Management Improvement focused on Deming, lean thinking, innovation, customer focus, six sigma, etc. Wed, 08 Feb 2012 14:35:23 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Tim McMahon http://management.curiouscatblog.net/2009/11/24/making-better-decisions-2/comment-page-1/#comment-34437 Tim McMahon Mon, 30 Nov 2009 16:38:37 +0000 http://management.curiouscatblog.net/?p=1372#comment-34437 Good advice on writing them down. I would also try to avoid these common pitfalls in decision making. http://leanjourneytruenorth.blogspot.com/2009/11/how-to-make-better-decisions.html Good advice on writing them down. I would also try to avoid these common pitfalls in decision making.

http://leanjourneytruenorth.blogspot.com/2009/11/how-to-make-better-decisions.html

]]> By: Il meglio della blogosfera lean #14 — Encob Blog http://management.curiouscatblog.net/2009/11/24/making-better-decisions-2/comment-page-1/#comment-34433 Il meglio della blogosfera lean #14 — Encob Blog Sat, 28 Nov 2009 07:36:58 +0000 http://management.curiouscatblog.net/?p=1372#comment-34433 [...] Making Better Decisions dal blog Curious Cat Management Improvement Blog di John Hunter, che spiega che la cosa più importante per prendere le buone decisioni è di imparare dalle decisioni prese… (traduzione automatica) [...] [...] Making Better Decisions dal blog Curious Cat Management Improvement Blog di John Hunter, che spiega che la cosa più importante per prendere le buone decisioni è di imparare dalle decisioni prese… (traduzione automatica) [...]

]]> By: shaun sayers http://management.curiouscatblog.net/2009/11/24/making-better-decisions-2/comment-page-1/#comment-34420 shaun sayers Wed, 25 Nov 2009 06:48:36 +0000 http://management.curiouscatblog.net/?p=1372#comment-34420 The problem with decision making is that many people can't accept the limitations of it. That being that there is no guarantee that the decision you make will lead to the desired outcome. In effect, if the outcome is not achieved then the decision is branded "bad" - but that is simply not the case. We have both written in the past about Deming's views on the complexities of this and also permanent inconvenience of the "unknowables", and that just means that sometimes the outcome turns out to be bad because of a set of circumstances or dynamics we could not have accounted for. That doesn't mean the process is necessarily wrong, or that we might not take the same approach again. Next time round, in fact, we may have a greater chance of success if we learn from our experiences, that is to factor in that which was previously "unknown" but which is now "known" The use of data to drive decision making simply reduces our odds of a bad decision. It does not guarantee the desired outcome, but that doesn't make it a bad thing to do The problem with decision making is that many people can’t accept the limitations of it. That being that there is no guarantee that the decision you make will lead to the desired outcome. In effect, if the outcome is not achieved then the decision is branded “bad” – but that is simply not the case. We have both written in the past about Deming’s views on the complexities of this and also permanent inconvenience of the “unknowables”, and that just means that sometimes the outcome turns out to be bad because of a set of circumstances or dynamics we could not have accounted for. That doesn’t mean the process is necessarily wrong, or that we might not take the same approach again. Next time round, in fact, we may have a greater chance of success if we learn from our experiences, that is to factor in that which was previously “unknown” but which is now “known”

The use of data to drive decision making simply reduces our odds of a bad decision. It does not guarantee the desired outcome, but that doesn’t make it a bad thing to do

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